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Understanding ourselves within the social and psychological context we share with those we interact with every day is vital for success in any social endeavor. Emotional Intelligence or “EI” is an important theoretical framework for understanding the importance of mastering the motives and passions that we personally embrace and those of others we interact with within the context of working with and through others. One way of looking at this social context is interpersonal communication. Another is Emotional Intelligence; which is an important area of human behavior and psychology being developed and practiced by management and human resource gurus today. The field has matured in terms of leading representatives whose ideas and constructs are grounded not only in sound research but the workshop of practice. This month’s Harvard Business Review has a useful article by Claudio Fernández-Aráoz, a leading practitioner.

“Call it Grant vs. Goleman. Two academic heavyweights face off on a topic that every student of leadership and HR cares — or at least hears — a lot about: emotional intelligence. Wharton professor Adam Grant kicks it off with a LinkedIn blog post, “Emotional Intelligence Is Overrated,” arguing that “it’s a mistake to base hiring or promotion decisions on it” and that “even in emotionally demanding work, when it comes to job performance, cognitive ability still proves more consequential than emotional intelligence.” Daniel Goleman, the psychologist credited with coining the term EI (and, full disclosure, a friend), issues his rebuttal, “Let’s Not Underrate Emotional Intelligence,” questioning the specific assessment of EI used by Grant, and referring to the various studies conducted by “The Consortium for Research on Emotional Intelligence.” And the comments fly.”

Like this:

Getting into the heads of consumers seems to be the new marketing genius being applied to developing advertisement campaigns that will move us to buy products.

But who is us? That seems to be the main problem. Some people have limited budgets, strong discipline, and limited opportunities to veer from their social rounds–all making it nearly impossible for them to want, need or even have the opportunity to use many products. Nevertheless, new tonics and theories are being developed into marketing strategies that will deliver consumers for available products, seemingly needing them or not. They seem to be inventing ways to get into your mind and then direct it towards buying decisions that will move your money from your hands to their deposit boxes.

“Modern psychology recognizes five dimensions of personality: extroversion, agreeableness, conscientiousness, neuroticism and openness to experience. Previous research has shown that people’s scores on these traits can, indeed, predict what they purchase. Extroverts are more likely to respond to an advert for a mobile phone that promises …”

ABOUT a year ago, I flew to Singapore to join the writer Malcolm Gladwell, the fashion designer Marc Ecko and the graphic designer Stefan Sagmeister in addressing a group of advertising people on “Marketing to the Child of Tomorrow.” Soon after I arrived, the chief executive of the agency that had invited us took me aside. What he was most interested in, he began — I braced myself for mention of some next-generation stealth campaign — was …

After the boom and bust, the mania and the meltdown, the Composure Class rose once again. Its members didn’t make their money through hedge-fund wizardry or by some big financial score. Theirs was a statelier ascent. They got good grades in school, established solid social connections, joined fine companies, medical practices, and law firms. Wealth settled down upon them gradually, like a gentle …

In seemingly endless times of “trash talk” that led to an improbable and unpopular political victory, the newly minted president clamors: “Now arrives the hour of action.” Fleeting relief comes to the nation as the transition […]

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